How to ensure a high performing Board
The boards of professional bodies are supposed to represent members, provide strategic leadership, champion diversity, provide business expertise and challenge the thinking of the Chief Executive. In reality, they are likely to be either risk-averse or reckless, as well as myopic, amateurish and completely out of their depth. Often there is a serious mismatch between the board we need and the board we end up with. How should Chief Executives respond? Should we just trust the magic of the ballot box to give us the people we need? Or is the democratic model fatally flawed and should we just move to selecting our boards?
For years, we’ve worked on how to build more effective boards. Are we better-governed as a result? We’ve all seen case studies of change recently introduced or about to be implemented, but how many times have we ever heard a CEO present on how, years after making these changes, all is well and governance is no longer a problem to be solved?
The Chartered Institute of Public Relations has made structural changes to its board, but is now approaching governance from an ‘ecosystem’ perspective. Two key stages in this move are adopting Integrated Reporting and moving to a single member IT environment. This presentation will cover:- The multiple roles Board members in professional bodies need to play Problems recruiting ‘the right people’ and how to address them How creating a healthy volunteer culture helps build a better board
Ref:ACUK17/TLK-6994
